ArticleJournal of advanced nursing2026
How Formal and Informal Nurse Leaders Enact Shared Implementation Leadership in a Hospital Setting.
Article in Journal of advanced nursing, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers, 1 of them a synthesis that pooled it.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
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Who cites it
2 citing papers in PubMed, 1 synthesis or guideline pooled it.
- Enhancing Nurse Leaders Evidence-Based Practice Implementation Leadership Competence. A Systematic Review and Meta-Analysis of Educational Interventions.Worldviews on evidence-based nursing · 2026Pooled it
- How Formal and Informal Nurse Leaders Enact Shared Implementation Leadership in a Hospital Setting.Journal of advanced nursing · 2026Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
5 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
aimTo describe how implementation leadership manifests among formal and informal point of care nurse leaders during a successful evidence-based practice implementation.
designA collective case study.
methodsA conceptual framework on shared implementation leadership guided the study. Two units known for strong implementation were selected as instrumental cases from a healthcare network. Data were collected from multiple sources (2022-2023), including document review, site visits, focus group and individual interviews with formal managerial and non-managerial nurse leaders, staff nurses, interdisciplinary clinical staff and departmental leaders. The Framework Method was used to thematically analyse within-case findings, followed by cross-case comparison.
resultsNurse leaders in formal and informal roles engaged in collaborative processes to collectively enact leadership behaviours throughout the implementation phases. Change-, relation- and task-oriented behaviours aimed to foster staff readiness, ensure supportive presence, structure implementation activities and reinforce the use of evidence-based practices on the units. Collaborative processes fostered leaders' engagement and kept one another informed to align and synchronise their collective actions.
conclusionThis study extends our understanding of implementation leadership in nursing by highlighting a shared and relational approach among diverse point of care leaders. Strengthening team-level processes is essential to enhance leadership capacity for implementation in nursing. IMPLICATIONS FOR THE PROFESSION: Given the global push for innovative, high-quality healthcare, strong leadership is needed to create conditions for implementation and practice change. This study makes visible how multiple and diverse leaders collectively support implementation. IMPACT: With much focus on nurse manager roles, there is a gap in the research showing how multiple point of care leaders facilitate implementation, which this study addresses. This study can serve as a template to assist nurse leaders in their implementation efforts and to advocate for developing diverse nurse leadership roles. REPORTING
methodThe report adheres to the COnsolidated criteria for REporting Quality research (COREQ) guidelines. PATIENT OR PUBLIC CONTRIBUTION: This study did not include patient or public involvement in the design, conduct or reporting.
trial registrationInternational Registered Report Identifier (IRRID): DERRI-10.2196/54681.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.